Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
27 SUMMARY All of the case study transit systems changed, not because they wanted to, but rather because they had to in order to main- tain relevance in the community. The sys- tems changed in reaction to new paradigms in the service area (often demographics), in technology, or in funding. The systems all operate differently with different missions and goals (especially AT and COAST), yet each of them has embraced the elements of change and expects change as a normal course of action. Each exemplifies how a system manages change. The case studies demonstrate the impor- tance of aligning the system for change. Each system, in its own way, exemplifies how to embrace the elements of change. Once that is accomplished and the board, management, staff, and customers under- stand the reason for change, then the sys- tem can begin to adopt the new paradigms. Not all paradigms will be easily adoptable, but system managers should identify the paradigms most appropriate for the service area and then embrace them. It is hoped that the ideas identified in this report will be used to help guide change. BIBLIOGRAPHY TCRP Report 70: Guidebook for Change and Innovation at Rural and Small Urban Transit Systems, Transportation Research Board, National Research Council, 2001. TCRP Report 53: New Paradigms for Lo- cal Public Transportation Organizations, Transportation Research Board, National Research Council, 1999. Center for Urban Transportation Research (CUTR), âFacing Societal Challenges: The Need for New Paradigms in Rural Transit Service,â Journal of Public Transporta- tion, 2003, adopted from TCRP Project B-22. SUMMARY AND BIBLIOGRAPHY
